4/16/2018. LEAD: A Diagnostic Approach to Improving Management Team Performance ACHCA Convocation April 2018 Dr. Douglas Olson, Lisa Thomson

Transcription

1 Disclosure of Commercial Interests We consult for the following organization: Pathway Health Lisa Thomson, Chief Strategy and Marketing Officer Doug Olsen, Senior Advisor Pathway Health is a professional management and consulting organization serving clients in the long term and post acute care industry. LEAD: A Diagnostic Approach to Improving Management Team Performance ACHCA Convocation April 2018 Dr. Douglas Olson, Lisa Thomson Session objectives Learn about field tested fundamental leadership practices for older adult services organizations. Explore proactive leadership approaches to achieve greater success and their impact on management team performance. Gain an awareness of the diagnostic tool and resources available to make changes. 1

2 Overview The Organizational Leadership Assessment tool and approach will: Help senior service leaders assess and work with the fundamental leadership areas they can improve within their management team environment in an efficient and timely way. The framework we are using is: A fundamental leadership practices approach to measure organizational leadership areas with some type of intentional follow up built into the process. Framework The framework for the approach Neuroscience of Leadership Self Discovery Trusting Environment Good rapport Transparency Practice, Practice, Practice Leaders need to have high performing, supportive, talented management teams to prosper and thrive today Who? Leadership and management team; not all staff. They are a critical group to invest in. This is the group that has the most knowledge about these areas. They also crave education and development. They will also be the most open to change when it is built on self discovery. They need to buy in and own it. We are also being careful about how often we ask people to participate in assessment. They are busy and appreciate an efficient process with action. 2

3 Leadership & Leadership Team Theory Leadership Practices Index Kouzes and Kosner The Baldrige Program National Institute of Standards and Technology (NIST). Leadership Environmental Assessment Diagnostic Olson Break All the Rules Buckingham Culture is key Assessment of management team Good to Great Collins Getting the right people on the bus Culture is critical Why this Organizational Leadership Tool? We will help Elder Service Leaders: Move from crisis management to a proactive leadership environment. Critically important in today s environment Give them resources and tools they can apply today to perform better and be successful. They impact staff and ultimately care and service Foster the excitement and enthusiasm of their management teams. You want to motivate and keep a good team in place How? This one of a kind approach has 3 unique elements: 1) Only assessment focused on senior service management teams. 2) Efficient and flexible approach designed to fit the demands of the workplace and budget. 3) This will not be just another report, but will require their follow up action and results. 3

4 A Challenge: Leadership vs. Organizational Assessment? Leadership Practices Organizational Quality The Tool Today Seeing the Future Setting the Stage Talent Development Value of Partnerships A Balanced Set of Results Making it Happen Touching Hearts Bringing People Along Evidence Based Decision Making Reliability Scales.88 Seeing the Future.91 Setting the Stage.90 Making it Happen.89 Evidence Based Decision Making.93 Bringing People Along.86 Touching Hearts.76 Talent Development.65 A Balanced Set of Results 1.0* The Ultimate Question A score of.80 or higher is considered strong for initial scale development. As always, multicollinearity could also be a factor, and will be tested with a larger sample. 4

5 Seeing the Future Focused Visionary: Setting the future agenda or purpose for the organization through identifying key priorities. Vision is a common element of all leadership models, e.g. Collins Hedgehog concept and Kouzes and Posner Inspiring a Shared Vision. We use an approach that collects all of the ideas of all leadership team members on their thoughts for the future for the organization we then use all of the information assembled a key learning opportunity. Dr. Olson Seeing the Future Alignment for the Future Always Usually Sometimes Rarely The leadership team sets the Our facility has energy for a Our management staff has a The organization's mission direction for our focused vision. clear set of priorities. makes me feel my job is organization. important. Setting the Stage Supporting Change: Encouraging organizational innovation and a readiness for change. A Some form of change agent concept is a common element of all leadership models, e.g. Kotter s change model, Kouzes and Posner, and Gilster s Education focus. In this field, culture change is also a new norm. We use an approach of looking at internal and external obstacles for the group, which helps them better understand what they can change. Dr. Olson B 5

6 Making it Happen Strategic Management: Developing and deploying strategic plans in the facility. Alignment of Effort This is very consistent with the Baldrige framework Four Disciplines of Execution by the Coveys is a good resource for this area. Evidence Based Decision Making Understanding Quality Improvement: Using information with a systemic quality process to improve organizational performance. Always Evidence Based Decision Making Usually Sometimes Rarely Leaders use evidence to make decisions. Our organization systematically measures results. Our management team agrees on our measures for success. We use data to make improvements. Engaged Commitment: Bringing People Along Empowering Communication: An engaging environment created by a climate of sharing information and involving staff in the facility. Ownership Acceptance Resistance Denial Time Anxiety Executives Managers Employees 6

7 Touching Hearts Caring Presence: Providing leadership support through visible behaviors and practices in the facility. Based on the high touch, personal nature of longterm care services, this area is advocated, which is consistent with MBWA, Greenleaf s Servant leadership, and is also closely connected to Kouzes and Posner modeling behavior ideas. How can management teams serve residents better? Caring, presence, rounding, appropriate staffing, empathy, modeling behavior and knowing names of people to note just a few characteristics mentioned by the leadership team. Talent Development Talent Development (Building Personal Capacity): Encouraging and supporting the individual and personal growth of the leadership team. Leadership training for management staff: Priority Secondary Need for a defined leadership team education plan that we can circle back to based on their comments and input and the organization s goals. Value of Partnerships Community Collaboration Always Usually Sometimes Rarely Our management team is Our leadership partners with We value collaboration with Our organization is perceived open to working with other complementary services. others for providing care and as a valued community providers. service. partner. 7

8 A Balanced Set of Results Management Responsibility: Ensuring management team awareness of the overall performance of the organization. Consider the performance in a balanced set of outcome areas, as well as the overall performance of the organization. Financial, customer satisfaction, employees time and talents, and defined business goals The Ultimate Questions Overall Perception Always Usually Sometimes Rarely How often would you describe that you are satisfied with your job? Would you recommend this Would you recommend your Would you recommend your organization as a good place supervisor as someone to management team as a to work? work for? group to work for? Additional Comments Focus on specific initiatives System initiatives Campus changes HR programs Other How to optimize their team Other suggestions for improvement. Other information 8

9 Overall Profile & Perspectives Profile Overall Perception A Balanced Set of Collaboration in Talent Caring Hearts Engaged Evidence Based Strategic Execution Change Readiness Alingment for the Overall Strengths Areas of Refinement Context Their insights Leadership Organization Other Approach with Debriefing Focus on profile, including strengths and improvement opportunities Consider all the information, along with any other relevant information Profiles, item analysis, narrative Satisfaction surveys, other information Stay focused on the main messages found within the data representing their views Don t try too read too much into the data Decide on only a 1 2 key actions/strategies to get results Multi site approaches Launched at a corporate management meeting Each site had their own plan Each site receives their own report and is encouraged to: emphasize perceived strengths select at least one or two areas for growth Open ended questions and comments Use strategy question as a tool for enhancing alignment Use training question to help craft an educational agenda Other management suggestions collected An aggregate and/or regional profile and summary is provided 9

10 Sample Comparative Profile 2016 & 2013 Comparative Profile ALIGNMENT FOR THE FUTURE CHANGE READINESS STRATEGIC EXECUTION EVIDENCE BASED DECISION MAKING ENGAGED COMMITMENT CARING HEARTS TALENT DEVELOPMENT A BALANCED SET OF RESULTS OVERALL PERCEPTION Sample Aggregate Regional Profile Basic Action & Follow up Ideas Review and share group information Solidify accuracy & perceptions Come to some consensus Focus Reasonable plans: 2 3 ideas Next steps Accountability Follow up Satisfaction with LEAD assessment and process Other questions or thoughts 10

11 Some Examples of Common Actions Leverage strengths of the team, which is both fun and exciting Create strong management alignment for focus & direction Strengthen strategic execution with a process/project activity Learn about good decision making, e.g., lead and lag measures Talent development (interest in staff recruitment and retention) encouraging sharing high impact programs, e.g. creative recruiting ideas, staff on boarding or mentoring programs Develop a simple educational plan for the management group Identification of an emerging leader, and provide them with an opportunity and support In this day and age of increasing need to network with services put stronger team plan in place for community collaboration The stage is set for all of this and more Next Steps: Validate the Community Collaboration scale Expanded use of the tool and resources Report field wide trends and opportunities Integration with other product and service offerings Consider other relationships Conclusion and Contact Information Moving from a crisis driven or solid performing team to a highly proactive, well aligned leadership position of strength and success. Health and aging services needs effective leadership and strong management now! We believe this is one of the new right approaches for advancing the excellence of administrators and their leadership teams! Contact information Lisa Thomson: Chief Marketing and Strategy Officer Lisa.Thomson@pathwayhealth.com Doug Olson: University of Wisconsin Eau Claire Senior Advisor, Pathway Health olsondou@uwec.edu 11